GSI is a general contractor in different industries and infrastructure development with wide scale from $20M to $1.0B.
Managed
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construction of 320,000 ft² industrial (& ancillaries) buildings and relevant infrastructure
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supply and erection of more than 1.7M pounds Equipment and machineries
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a multinational consortium contract –Iran, Italy, and Austria
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Finalized project scope deliverables and defined project performance baseline
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Controlled and handed out project deliverables on budget and in time (about 2 months earlier than time base line)
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Saved 5% of gross PBS-Price Breakdown Structure- [total price:$140M] with implementation of EVM and Monitoring Health System utilizing 6σ techniques
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Used Primavera P6 and Implemented Oracle Contract management -Expedition ver. 14- for Tracking and monitoring project objectives and tasks in project phases including: Engineering , Procurement and Construction
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Reduced cost of material and equipment by 8% through deploying successful negotiation, improving proposal and Vendor Evolution System
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Declined closure time and cost by strong and efficient negotiation with key stakeholders
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Prepared risk response plan by which severe fluctuations in cost of tolerable risks by company could become under control
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Prevented project deviations by 6% , through proper review and implementation of contract terms and conditions
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Assessed project issues and identified solutions to meet productivity and required level of quality
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Guaranteed the attainment of key milestones by proactively tracking metrics and project outputs
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Collaborated with financial team to determine, impact, and implicate various options and recommend the best course of actions for project delivery
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Contended with multiple nations, cultures, and stakeholders, also Lead cross-functional teams of up to 2 programmers, 3 coordinators, and 10 engineers